One of the components of an organization's readiness for change is the perceived personal consequences of change.
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Q4: The systems model of change can be
Q12: If people are resisting because of adjustment
Q13: One advantage of Kotter's eight-step process of
Q32: People resist both actual and imagined events.
Q33: Organization development differs from the models proposed
Q35: Research has shown that the use of
Q36: Visions describe a highly desirable future and
Q39: Strategic plans are based on analyses of
Q40: Change efforts may be directed at the
Q41: People use a combination of approaches to
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